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Contents

Introduction: At a Glance

Understanding The 48 Laws of Power

About the Book
About the Author
Critical Reception
Synopsis

Key Concepts of The 48 Laws of Power

I. Honesty Is Rarely the Best Policy
II. Appearance Is Extremely Important
III. Appear to Be Humble
IV. Take Mercy off the Agenda
V. Study Your Friends and Your Enemies

Conclusion: A Final Word

Recommended Reading

Bibliography
INTRODUCTION

At a Glance

This book is an extended review of The 48 Laws of Power, a best seller

whose author, Robert Greene, looks at three thousand years of history
and distills forty-eight laws for gaining and keeping power from the
stories of people who climbed to positions of power. The author
provides readers with a kaleidoscope of tales that illustrate these laws,
drawing on figures as diverse as P. T. Barnum, Genghis Kahn, French
monarch Louis XIV (a favorite of the author’s), con man Joseph
“Yellow Kid” Weil, Casanova, Sun Tzu, French diplomat Charles
Talleyrand, Otto von Bismarck, Henry Kissinger, and other power
players throughout world history. Greene uses their stories to illustrate
the use of each particular law and how it can lead to power or how not
using it can lead to ruin.
In this book, the laws of morality are suspended and replaced by
the laws of obtaining and keeping power. Greene himself calls his book
amoral and defends its premise by pointing out that, in his view,
society is not based on morality, but rather on obtaining power and
keeping it. To believe otherwise, he says, is a path to personal disaster,
because those who seek and obtain power will crush those who stand
in their way.
This review begins with a brief presentation of the book and its
author. You’ll learn about Greene’s inspiration for The 48 Laws of
Power, as well as about his life and work. Then a short digest of
readers’ responses to the book presents the good and the not so good,
from professional reviewers as well as from bloggers and other
interested readers.
The next two sections of this review offer a synopsis of Greene’s
book and a detailed discussion of its key concepts. You’ll find examples
of the key concepts in practice, along with ideas for applying them to
your own life.
Finally, the main points of this review are briefly restated, in a way
that may well leave you eager to get your own copy of the book and see
for yourself what has made this book so popular—and so
controversial. A list of recommendations for further reading round out
this review.
Understanding
The 48 Laws of Power

ABOUT THE BOOK

The 48 Laws of Power grew out of the experiences Robert Greene had as
an employee in what he estimates were eighty different jobs. He was
never in charge in any of these positions, and like most employees, he
was always subject to the authority of people over him. He became
fascinated by the idea of power, how it is achieved, and how it is
wielded.
With a background in classical Greek studies, Greene knew
something about the historical scope of power and those who wielded
it. He was also fascinated by the reign of King Louis XIV of France, and
he began reading up about Louis XIV’s court and the politics and
intrigue that swirled about it. Greene then began to study various
books on the subject of power. While being subjected to the indignities
of being a Hollywood screenwriter (of which there are apparently
many), he began to form an idea about writing a book on the subject of
power.
In 1995, while working as a writer for a school in Italy, Greene met a
Dutch book packager named Joost Elffers. One day as they were
walking, Elffers asked him if he had any ideas for a book. Greene told
him of his fascination with the court of Louis XIV, and that discussion
was the seed for what was to become The 48 Laws of Power.
The book was a best seller, finding an audience not only among
business executives (as might be expected), but also among
individuals looking to improve their love lives, social standing, or
status. Perhaps the most unexpected and most enthusiastic adopters
of The 48 Laws has been major hip-hop stars, many of whom have
adopted the book as their unofficial bible. In fact, rap superstar Curtis
“50 Cent” Jackson has cowritten a book, The 50th Law, with Greene,
and music producer Quincy Jones, who is revered for his many
decades of writing, performing, and producing chart-topping hits, said
The 48 Laws of Power “is like a martial arts manual for the [music]
business.”

ABOUT THE AUTHOR

Robert Greene was born in 1959 and raised in West Los Angeles. His
father was a cleaning supplies salesman, and Greene lived a modest
but typical childhood in 1960s America. After high school, he attended
the University of California at Berkeley, where he developed a passion
for classical Greek studies. A professor there suggested he continue
his education at the University of Wisconsin at Madison, which is
where he graduated with a major in classical studies. Greene says his
fascination with ancient Greece was “almost bordering on mental
illness.”
After college, Greene traveled extensively throughout Europe.
During these years, the eighty different jobs he claims he held included
skip tracer (someone who locates a person’s whereabouts), hotel clerk,
translator, construction worker, magazine editor, playwright, and
Hollywood screenwriter. From these experiences, Greene said he
learned to resent those who held power over him. He began to read
books about the subject of power and slowly developed an idea for a
book of his own.
Following on the success of The 48 Laws of Power, Greene has also
written The Art of Seduction, The 33 Strategies of War, The 50th Law
(cowritten with rapper 50 Cent), and Mastery. All have sold well.
Because The 48 Laws of Power explains how to be a manipulative,
ruthless power seeker, it might be assumed that the author exhibits
such qualities and has a personality similar to a mafia don or a
rampaging conqueror. But those who have interviewed Greene say he
is surprisingly self-effacing and even humble. He says he practices the
forty-eight laws when he can, but often forgets to follow his own
advice.

CRITICAL RECEPTION

The Upside

First published in 1998, The 48 Laws of Power has become an

international best seller and has sold more than one million copies in
the United States alone. Right from the start, it stirred up a controversy
that remains today. Many people consider it a recipe for evil, urging
and even condoning behaviors practiced by dictators and scoundrels.
Others, however, see it as a guidepost for success, a map to help
navigate the pandemonium and vagaries of life. By arming themselves
with some or all of these laws, they believe they have as good a chance
as anyone to claw their way to success and power. Publishers Weekly
said for those who are truly seeking power, this is an excellent book,
although others may find its lack of humanity off-putting. On the blog
OkDork, Noah Kagan writes, “This book has literally become a guide
for which I lead my life.” He strongly suggests using a highlighter and
sticky notes when reading, and says that ignoring these laws “would be
nothing short of ignorant.” On Blog Critics, Dr. Joseph Maresca says
The 48 Laws of Power is “an interesting read” and can generally be
followed by people in a corporation or large organization. But, he
cautions, trying to follow each law in every situation could lead to
problems, since each corporate and organizational culture is different.
Ox Drover, on the blog Lovefraud, begins his review by considering
whether The 48 Laws of Power is a textbook for psychopaths. But he
concludes that the book, while initially uncomfortable to read because
of its amorality, is important because it demonstrates how people who
are trying to achieve power can use or attempt to use those who are
not. Reading the book as a way to arm yourself against the ruthless is a
popular theme among Amazon reviewers, who give the book an
average of four stars (out of five). One reviewer, Buck Rogers, writes:

In one’s life, you’re better off following the teachings of Moses,

Jesus, or Buddha to gain long-term happiness. But the sad fact is,
many people live by a very different set of rules, and while most of
these folks eventually self-destruct, they can inflict severe damage
on our personal and professional lives in the process. The 48 Rules
of Power is a good primer for learning how these people think.

The Downside

In general, individual bloggers and readers have tended to like the

book much more than mainstream reviewers. Kirkus Reviews said that
while it’s “compelling the way an auto accident might be, the book is
simply nonsense.” The reviewer points out a number of contradictions
in the laws themselves, such as one law that says stay visible and
another that says blend into the crowd. The reviewer also points out
that the word power itself is never defined, and the reviewer insists the
world is mostly not the bleak stage that Greene says these laws must
be played out on. The reviewer concludes that The 48 Laws of Power is a
“silly, distasteful book”—unless it’s intended as satire, in which case
it’s “brilliant.”
BusinessWeek declared that the book “adds up to a grim portrait of
a ruthless, duplicitous universe.” The result, according to the reviewer,
ultimately winds up as “tiresome.”
Management guru and Stanford University professor Jeffrey Pfeffer
believes that forty-eight laws are too many to remember when
someone actually needs them. He also believes the laws are based on
isolated incidents in history. He says it would be better if Greene had
based his conclusions on long-term studies.
On the blog The Simple Dollar, Trent Hamm cautions that the rules
Greene lays out are immoral, and “the nuggets of usefulness are
surrounded by a deep mist of questionable behavior.” He describes the
laws as behaviors used by people in the office whom most other
people come to resent. Hamm says he would rather use his moral
compass for advancement than to elevate himself by stepping on
someone else’s neck. He says the book is a good guide, though, for
those who want to understand what is going on in the minds of those
who will seemingly do anything to obtain power and position.
Marv Dumon, writing in the Examiner, believes that following the
laws in the book will lead the reader to ruin, as they did for Adolf Hitler,
Saddam Hussein, Osama Bin Laden, AIG, Enron, Richard Nixon, and
Bernie Madoff. “Someone needs to write ‘How The 48 Laws of Power
Will Ruin Your Relationships and Turn You into a Scumbag,’ ” Dumon
suggests.
 In the blog Afford Anything, Paula Pant writes that although she
found the book compelling and the author skilled at drawing in the
reader, she finds some of his laws “indefensible.” She believes he took
some standard guidelines for living and retooled them as laws for
power—“this talk about power is pure packaging,” she concludes.

SYNOPSIS
As children, most of us have it drilled into us that it’s important to “be
good.” This means to always tell the truth, to share, and to be polite,
kind, and thoughtful of others. And of course, we learn what has come
to be known as the Golden Rule: treat others the way you want them to
treat you. In The 48 Laws of Power, Robert Greene says history teaches
us to throw out those lifelong lessons and instead consider using
manipulation, deception, distraction, and deviousness as tools to
obtain and maintain power.
The book is longer than most other business and self-help books,
coming in at more than four hundred pages. But Greene explains and
illustrates all forty-eight laws with equal thoroughness. From the first
law, which urges people to always make those with more power feel
superior, to the last, which suggests to always remain ready to adapt to
ever-changing conditions, Greene uses examples and anecdotes from
more than three thousand years, chronicling powerful people.
Many of these powerful people will be familiar to most readers.
Magician Harry Houdini is one example, as is ultimate diplomat and
power broker Henry Kissinger. P. T. Barnum, considered the world’s
greatest showman, is a frequent example, as is Niccolò Machiavelli,
whose fifteenth-century masterpiece, The Prince, was one of the major
inspirations for Greene’s work. But there are other, lesser-known
historical figures who obtained and kept power as well. Perhaps one of
the most colorful is Joseph “Yellow Kid” Weil, one of the greatest con
men of all time, who fleeced many wealthy targets in the early part of
the twentieth century. Many of the laws in the book were used quite
successfully, if quite illegally, by Weil.
Other laws were just as successfully applied legally. Greene notes
the 1972 chess match between Boris Spassky and Bobby Fischer, in
which Fischer used a variety of distractions and diversions to
unbalance and eventually unhinge the usually stoic Russian chess
master.
The book’s amoral stance has created a storm of controversy over
the years, but many have admitted to using it to guide their own
careers. This is particularly true in the world of hip-hop music, where
the book is even mentioned in songs (including one by megastar
Kanye West).
The controversy surrounding Greene’s work has no doubt helped
its sales, which remain healthy. But it is also likely that many who
purchase and read this book do so secretly, not wishing to advertise
their desire to seek power by any means. There is much to be gleaned
from its pages, and Greene himself warns readers that not taking these
laws seriously is inviting disaster, because power is a serious business.
Key Concepts of
The 48 Laws of Power

One of the underlying concepts of The 48 Laws of Power is the notion

that morality is not an asset when it comes to getting and keeping
power. Many have called this book an amoral handbook to bad
behavior. But if power is the goal, Robert Greene contends that it is
necessary to see the quest for power as a game. And in a game,
morality is rarely, if ever, a factor in determining winners and losers.
Rather, usually a combination of luck, cunning, and ruthless ambition
takes the prize. Morality then is nothing but a nicety—a lovely notion
for those on the sidelines but a waste of time for those seeking to gain
a seat at the power table.
Greene looks at people who have wielded power successfully
through the ages, examining what did and did not work for them. He
distills these lessons of history into forty-eight laws for getting and
keeping power, and uses examples of the famous and infamous to
illustrate these laws. Rather than considering what is good or bad,
moral or immoral, Greene looks strictly at what is effective and why it
works.
The lessons he draws from history can be grouped into several
broad categories. Greene finds that honesty is rarely the best policy
and that appearance is extremely important. He also advises readers to
appear to be humble, take mercy off the agenda, and study your friends
and your enemies.

I. HONESTY IS RARELY THE BEST POLICY

We are taught from an early age that it is important to tell the truth. Yet
as children we are regaled with tales of nocturnal visitations from such
mythical characters as Santa Claus and the Tooth Fairy. We are awed by
the story of a young George Washington bravely facing his furious
father and admitting that he chopped down a cherry tree, despite the
fact that historians know this never happened—a moral lesson about
truth that is actually a lie.
As we go through life, we are confronted daily with evidence that
while honesty may be the best policy, morally speaking, it is rarely
practiced. It is also one of the least effective ways to get what you want.
So honesty or the lack thereof is a significant subject in The 48 Laws of
Power. Greene says that sticking to a regimen of telling the truth, the
whole truth, and nothing but the truth will land you only a seat on the
sidelines. It’s better, he says, to approach the truth as a tool in a
toolbox; use it sparingly, and only when it seems that it will lead to the
results you seek.
In Law 14, for instance, Greene recommends posing as a friend
while gathering information about those who can further your position
in life; you can do this by using spies or becoming a spy yourself. Many
powerful people have used this technique with great success, but it
requires suspending your sense of forthrightness. Once you know a
target’s tastes, preferences, and daily habits, you can use that
information in ways that can be very advantageous.
Greene says people want to believe that everyone is basically
honest, and you can take advantage of that by revealing some “truth”
about yourself to your intended target, even if it is actually a lie. The
target (someone who can help you get what you want), believing that
you have shared an intimacy, will then be likely to open up to you and
reveal valuable information that you can use to obtain your goal.
Along those same lines, Law 3 says never let others know what your
intentions are. Instead, leave a false trail of intentions that will confuse
and distract people from your true goal. Or better yet, create a
diversion so compelling that it will completely distract attention from
what is actually going on. And while doing so, Greene suggests putting
on a modest, unassuming demeanor—the kind of mask that hides
ambition or any hint that a quest for power is under way.
But when it comes to chasing power, honesty is not out of the
question. It can be used selectively. Law 12 suggests offering just
enough honesty and generosity to charm and cajole your target. Being
honest about some innocuous thing is a great way to deflect attention
from your ultimate ambition. A well-timed act of kindness or
generosity, a sudden or unexpected confession—these can cause the
target to let down his or her guard and even confide in you. This can
give you ammunition to accomplish your ultimate goal without
revealing your true intentions.
Because it is often so unpleasant and difficult, the truth can often
be a good way to stir up resentment and anger. Law 32 says it’s better
to spin tales of wealth and wonder. People are generally attracted to
such stories and will seek out those who tell them convincingly. After
all, who wouldn’t rather hear about a mysterious but wildly profitable
investment opportunity than a financial institution that promises small
but reliable returns?
Are you seeking to part a fool from his money? In that case, Law 21
advises you to pretend that you are even more of a fool than the fool
you’re going after. By making your targets believe that you possess a
minimum of intelligence and cunning, they relax their defenses and
become an easy mark.
For those who have ideas outside of the mainstream, Law 38
dictates that it is fine to have such thoughts. But it is far better for
one’s well-being to espouse commonly held ideas and beliefs. There
are many historical examples of men and women who have lost
everything, including their lives, by publicly announcing their radical
ideas.

Examples from The 48 Laws of Power

• In 1872, two men pretending to be prospectors—John Slack and
Philip Arnold—convinced some of the world’s richest men that they
had found a diamond mine in Wyoming. It wasn’t true, but they even
brought renowned geologists to the so-called mine to observe them
digging up not just diamonds, but also rubies and other precious
stones. The wealthy men, who felt themselves far above the two
prospectors in status, intelligence, and common sense, were
anxious to form a consortium that would, they were promised, yield
$1 million in diamonds each month. But first they had to buy out the
prospectors, which they did for what they considered a paltry sum:
$700,000, which in those days was considerable wealth. Once the
prospectors had taken the money and disappeared, the wealthy men
discovered the mine was a fake. The two had outwitted the world’s
wealthiest men by pretending to be naive.
• In the mid-1920s, Ethiopian leader Haile Selassie was consolidating
his fractured country, uniting the various warring tribes. One
particular tribal leader, Dejazmach Balcha, wanted to seize power
and planned to have Selassie imprisoned or put to death. Balcha
was invited to a banquet, along with his six hundred bodyguards,
 while Balcha’s thousands of warriors camped nearby. Selassie
begged Balcha to join him, appearing weak and desperately in need
of Balcha’s help. When Balcha returned to his camp, fully prepared
to launch an attack against Selassie, he discovered that his warriors
were gone, bought off or run off by Selassie’s forces. Attempting to
escape, Balcha then found himself and his bodyguards surrounded
by Selassie’s forces. The warrior spent the rest of his life in a
monastery, repenting his arrogance and in awe of Selassie’s
cunning.

Applying the Concept

• Practice selective honesty. Most of us are raised with the notion that
it is always better to tell the truth. But even as youngsters, we often
found that it was more expedient to bend, stretch, and even break
the truth. And if you think about it, it would be a disaster if you were
100 percent honest all the time at work. It’s never wise to always tell
your boss exactly what you think about his or her ideas, to express
your impatience with coworkers, or to be frank about what parts of
your job you do not enjoy. We call this being professional or playing
office politics. Greene is simply saying that if acquiring power is the
goal, you must be selectively honest. If you seek a promotion, use
your storytelling skills to create a new persona for yourself. Subtly
hint that your competitor for the position has personal or
professional shortcomings. Pretend to be less qualified than your
competitor, watch as that person lets down his or her guard, and
wait for an opportunity to seize the prize.
• Truth can lead to resentment. In many situations, telling the truth
may put you on the moral high ground, but it is not likely to land you
in a position of power. People are often put off by the truth because
 it is often unpleasant. If you are honest about your skills, for
instance, you might expect those around you to be impressed and
offer you more power. But it is more likely that your peers will resent
you and your superiors will feel threatened by you. Rather, use
honesty only when it serves your purpose. That is the path to power.

II. APPEARANCE IS EXTREMELY IMPORTANT

It’s no secret that first impressions are crucial, and most of us try hard
to present an acceptable appearance every day, if for no other reason
than vanity. But according to The 48 Laws of Power, appearance is
essential for acquiring power. It’s not necessarily how well groomed
you are (although that never hurts); rather, it’s what you appear to be
that is important in the quest for power.
For instance, the very first law is a warning not to appear smarter,
better dressed, or more prepared than your superior. Rather, Greene
says it is far better to hold back and let your superior bask in the light
of recognition and achievement. If you attempt to show off your
superiority, even if it is apparent that you have greater skills or abilities,
you will succeed only in making an enemy of the person who has your
fate in his or her hands. So Greene urges using great restraint in
showing your talents. If you truly are the more capable person, there
will come a time when you can reveal your abilities. But doing it at the
expense of a superior is a recipe for disaster.
Law 46 bolsters that view and urges people never to appear too
perfect. That is because such an appearance will inevitably inspire envy,
especially in those close to you. Never seem as though you are without
faults, Greene cautions, or be prepared to deal with the envy of others.
While it is one thing to let your superiors look good and get credit
for work you have done, it is better to get others to work for you and be
sure to take the credit. This is Law 7. There are too many examples,
Greene says, of brilliant people who are now unknown because their
ideas were stolen and the credit was taken by those less talented but
more politically astute.
If you approach your march for power like a courtier making his or
her way up the royal ladder, then you will learn the subtleties of courtly
behavior—which rely heavily on appearances. Law 24 includes the
previous edict to let your superiors shine, even at your own expense.
But it also advises you to make sure those below you in rank are afraid
of you enough that they do not try to take your place on the food chain.
If you are too solicitous, however, you will appear to be groveling,
and no one cares for that. Similarly, if you are too overbearing to those
below you, you will appear cruel. That will not serve you, either.
Knowing when, who, and how much to compliment; where to make
friends and who to ignore; what to wear to dazzle without seeming
foppish; how to be jovial without seeming foolish and serious without
seeming too intense—these are all lines that must be navigated
successfully by the intrepid courtier who wants to find herself closer
and closer to the center of power, according to Greene.
Law 34 reminds you that kings who have tried to act like
commoners have met with disaster. Although it is a good strategy to
remain humble and divert attention from yourself to those above you,
unfortunately people will believe you if you give them the impression
that you are not worthy of power.
Law 25 suggests that if you are not satisfied with the persona you
already have or if it is getting in the way of your path to power, then by
all means create a new persona. You are the one in charge of what
people see, Greene says, so you get to determine what that looks like.
Though you do not want to outshine your superiors, you definitely
want to make your accomplishments known at some point. When that
happens, make sure people don’t see how much effort went into it. The
crowd will be much more awed if you follow Law 30 and take pains to
make whatever you do look as if it was done with little or no effort.
In the final law—Law 48—Greene suggests not to build a
protective wall around yourself and your persona, but learn to be
flexible and adapt to different situations. Because life guarantees
nothing but a series of changes, it is important not to rely on one set of
practices for too long just because they have been successful. If
nothing else, a rival will study those practices and learn to overcome
them. By being fluid, amorphous, and flexible, you can quickly adapt to
whatever changes come your way.

Examples from The 48 Laws of Power

• Greene references Nicolas Fouquet, the finance minister for Louis
XIV, to illustrate the dangers of not following Law 1, which says you
should never look better than your superior. Fouquet was inclined to
live extravagantly and decided to impress King Louis XIV by throwing
a party the likes of which France had never seen before. Everything
from the gardens to the guest list was designed to dazzle the king
and make him feel closer to Fouquet. However, the day after the
party, Fouquet was arrested on charges of stealing from the treasury,
and he spent the rest of his life in prison.
• Law 48—staying flexible and fluid—uses the example of the ancient
Greek city-state of Sparta. It created an empire by shunning classical
Greek culture, economics, and other such social pillars. Instead, it
focused entirely on having a powerful military to defend itself. This
worked very well until the rival city-state of Athens was conquered. At
that point, the cultural and economic influences of Athens crept into
 Spartan society. Sparta could not adapt, and it eventually
disintegrated.
• Make sure you don’t wind up like the great inventor Nikola Tesla,
who is responsible for such monuments of scientific achievement as
electrical power, radio transmission, and other technological
breakthroughs. You’ve never heard of Nikola Tesla? Exactly. At one
time, he worked for Thomas Edison, and later he worked for George
Westinghouse, both of whom are famous as brilliant innovators. But
the fact is, Tesla is the man who made it possible for the world to
know them. He was a great inventor and a brilliant scientific mind.
But as a power player, he was sorely lacking.

Applying the Concept

• Camouflage your true self. Greene suggests that you make sure to
polish your reputation as someone of integrity, while at the same
time carefully making sure your superiors look good. You don’t want
to project the image of a slacker, but you do want to keep a low
profile while you examine the landscape and make your plans. Once
you have your road map to power in place, create a persona for
yourself that will dazzle your colleagues, make your work appear to
be easy, and keep yourself ready and willing to adapt at a moment’s
notice to changes in the situation. While all of this may not reflect
how you truly feel, for centuries courtiers used these techniques to
find their way to the centers of power. Those who were not adept at
their use found themselves far from the king and the circle of those
he trusted. So if it’s power and influence you’re after, take heed of
these laws and put aside any desire to reveal your “true self.” Be who
you need to be—with each person and at each moment.
III. APPEAR TO BE HUMBLE
Humility is for saints and other spiritual leaders, but Greene says it is
also for those seeking power or seeking to maintain it. The difference,
in Greene’s world, is that humility itself does not matter so much as
the appearance of humility. There are many instances, Greene says, in
which pretending to be humble, while having anything but humble
intentions, will bring those seeking power closer to their goal.
For instance, Law 18 warns power seekers that isolation, the realm
of the self-centered person, is very dangerous. It is better, Greene says,
to constantly mingle and socialize with everyone so you can constantly
monitor the landscape. Also, a person who is known to everyone is in a
far better position to be recognized and admired than a person who is
never seen. It may take humility for important and powerful people to
mingle with those below them on the social ladder, but its benefits are
worthwhile, Greene says.
On the other hand, Law 16 advises to not make yourself too easily
available to others, on the premise that absence increases respect and
honor. This is true in a love affair and is also true for those who are in
the public eye. Visibility is a good thing, but too much of a good thing
can create boredom and contempt.
While you’re playing humble, don’t forget Law 4, which urges you
to say less than is necessary. Those who feel the need to constantly talk
end up being seen as people with little knowledge and power.
Conversely, those who are quiet and speak very little are perceived as
mysterious, powerful, and worthy of attention. When those who
withhold words finally speak, their words are accorded far more weight
than the words of those who are always chattering on about everything.
If you find yourself in a conflict and it’s clear you are not going to
emerge the victor, Greene points to Law 22 as the wise move. He says
when you are weaker, appear humble and surrender rather than give
someone the satisfaction of beating you. Surrendering gives you time
to recover your energy and resources, and in so doing, probably baffles
your opponent. If you choose to ignore humility and instead take a
stand that you are bound to lose, you will ultimately be seen as just
that—a loser. This is not the road to power.
While you’re busy being humble, decline any invitation that
involves taking the reins from someone who is seen to be great. That is
the premise of Law 41, which cautions that if you come after someone
great, you’ll have to accomplish at least twice as much to be seen as
worthy of being their successor. Rather, Greene suggests, avoid the
promotion and instead forge your own path to greatness.
With humility comes the recognition that if you are given the
opportunity to radically change a situation or a culture, avoid the
temptation. Follow Law 45 instead, and implement changes slowly and
carefully. While it may seem advantageous to re-create something
entirely, Greene notes that people like what is familiar and comfortable,
even if it becomes unpopular. Too much change too fast creates a
dangerous void in which anger and discontent can foment. If you don’t
heed this law, you may establish a new order, but in all likelihood you
will pay for it by losing whatever position you’ve attained.
Sometimes humility just means being careful and not assuming
that everyone will react the same way to your plans and strategies, per
Law 19. Therefore, know who you are dealing with and don’t offend
people who will spend the rest of their lives seeking revenge. In fact,
Greene says the historical record shows that misreading someone’s
character was a fatal mistake for some con artists, who then wound up
becoming lifelong obsessions for some of their victims. Greene says
that people with any of the following five character qualities are
particularly dangerous: utterly lacking in humility; extremely unsure of
themselves; constantly expecting to be taken advantage of; quiet in
their victimhood, but nonetheless scheming revenge; and lacking in
imagination and basic intelligence—these are the hardest of all to fool.

Examples from The 48 Laws of Power

• Isolation, the decision to cut oneself off from “inferiors,” can be a
fatal choice, as demonstrated by the first emperor of China, Ch’in
Shih Huang Ti. Through military might and brilliant diplomacy, he
managed to unite the various nations around him into what became
China. But the emperor slowly became fearful of being seen in
public. He built a huge palace in which he spent most of his time,
and to gaze upon the emperor became a crime punishable by death.
When he was forced to travel, he did so in the guise of a peasant.
During one of these trips, he died, alone and unattended by his
family or loved ones.
• Conversely, King Louis XIV was constantly surrounded by members
of his court. He rarely, if ever, left the public eye. His every word was
eagerly noted; his every act was observed and interpreted. Louis
lived to be a ripe old age and died a happy man, his kingdom intact
and his realm at peace.
• Making sure you know who you are dealing with is another act of
humility that will serve you well, as illustrated by the tale of
Muhammad, a leader of Khwarezm, an area in what is now Turkey.
He was a well-armed leader with an army of two hundred thousand,
and his name was known and feared throughout the land. One day, a
young warrior from a nearby kingdom approached Muhammad,
bringing him gifts in the hope that he could collaborate with him to
open the Silk Road for trading. After several such entreaties—each
one rejected out of hand by Muhammad—the young warrior, whose
 name was Genghis Khan, attacked and conquered the country, and
single-handedly controlled the Silk Road.

Applying the Concept

• Become a silent weapon. So you want to make your way to the
executive suite? Your inclination may be to act confidently and speak
decisively, to demonstrate that you have the stuff leaders are made
of. You may think that will get you a key to the executive washroom.
But according to Greene, you are mistaken. Instead, use Law 4, the
power of silence, to make yourself seem mysterious. If you talk too
much, others will think you just like to hear the sound of your own
voice. But if you are judicious about your words, people will
automatically listen to what you have to say.
Did a beloved executive just resign, leaving that particular job
available? Consider very carefully if you really want to fill that
person’s shoes. It will probably be better for you to find a way to
leave your mark on the company without the burden of being
compared to a legendary figure. Apply Law 41 and create your own
legend instead.
• Surrender. Does someone else who is too powerful to do battle with
threaten your next step up the ladder? In that case, follow Law 22
and just surrender. Bide your time, gather your resources, and watch
for opportunities to make your move. That’s far more constructive
than choosing to fight a battle you know you can’t win. Humility, or
the appearance of it, will keep your opponents off guard and make
you a much harder target to hit. It will make you seem much less of
a threat and give you the element of surprise when it comes time to
make your move.
IV. TAKE MERCY OFF THE AGENDA
You want to appear humble, but genuine humility has never won a
battle, earned anyone a corner office, or wooed an elusive heart. While
the world sees you as humble, inside you’ve got to be ready to destroy
your opponents, according to Greene. When you see your
opportunities, you cannot afford to take other people’s feelings and
well-being into account. When the time comes, you have to act without
mercy or remorse.
Nothing exemplifies this notion quite like Law 15: Crush your
enemy. Greene insists that once you have the upper hand, you must
not allow mercy to guide your actions; instead, destroy your foe once
and for all. That may seem ruthless, but Greene points out that your
opponent would do the same. If you show mercy to someone now, that
person will likely not show gratitude later; instead, he or she will
eventually attempt to destroy you. The pursuit of power, Greene insists,
is a serious journey, one without morals and good manners. You must
be willing to suspend your inclination to kindness and adopt a steely
resolve to achieve your goals. Having the willingness to obliterate your
opponent not only takes you very far in that direction, it shows others
how serious you are. This is a good message to send to potential
adversaries.
Law 33 suggests that you find your opponent’s weakness and
exploit it to your advantage. Greene says everyone, no matter how
powerful, has a weakness; if you pay close enough attention, you can
find it. Just as a card player would do, look for clues in unspoken
gestures, or listen carefully for telltale signs in what is said or how
something is said. What is the person wearing? Who does that person
admire? Pretend to share a secret with the person so he or she feels
comfortable about sharing a secret with you. There are many ways to
find a weakness, and once you do, be ready to take full advantage of it.
Your opponent, if worthy, is certainly doing the same with you.
Law 42 is reminiscent of the advice one often hears about going to
prison—find the biggest prisoner and challenge him to a fight. Even if
you lose, the other prisoners are less likely to mess with you. That’s the
idea behind this law. If a single strong person is causing trouble in an
area where you are in charge, others will no doubt be drawn to that
person. This is trouble you don’t need, and the way to end it is to
eliminate the strong person. This will cause the followers to disperse
and will make you look stronger.
Do not make the mistake of believing power will come to you by
verbal persuasion, Greene warns. Law 9 says that to truly grasp power,
you must be able to win through actions, not arguments. Although
winning an argument feels good for a few seconds, it does little more
than cause bad feelings with others. It is far more powerful to show
people your abilities through concrete actions.
While you’re busy showing people what you can do, make sure not
to try to do too many things. Rather, heed Law 23 and focus your
energies on the things you do the best. It may be tempting to wow
observers by demonstrating your prowess in many areas, but you run a
serious risk of losing admiration from overreaching. Choose instead to
concentrate on one or two skills you excel at, and you’ll bring yourself
closer to your power goals.
A particularly effective method of bringing down an adversary while
showing yourself to be in control is to contrive a way to anger or upset
your opponent. Law 39 suggests offering your opponent an opportunity
to display rage and lose control, particularly in front of others.
Meanwhile, keep your own cool and rational demeanor while the other
person vents. The result will be that you look like you’re in charge,
rising above the drama, while your opponent looks at least a little bit
crazy, hardly encouraging his or her promotion.
Meanwhile, formulate a strategy and execute it deliberately. Law 28
says timid action is not a path to power. Rather, the one who moves in
a confident fashion and seems sure of her actions will inspire trust in
others. If you are not confident about the action you plan on taking,
don’t do it. On the other hand, Greene suggests that if you take an
action that turns out to be a blunder, take an equally bold action to
extricate yourself from it. People are impressed by assuredness, not by
lack of confidence.
As you make your way through the corridors of power, it is
important to heed Law 10, Greene says, and stay away from those who
are constantly miserable and unlucky. Such people cannot be helped,
and the danger is that they may involve you in their never-ending
drama, which will only drain your energy and resources. Generally, you
can spot these people: they never have a good day, they never
accomplish anything, and trouble always seems to find them. Just
don’t let them find you.
Another excellent tactic for crushing your opponent is Law 44,
which advises you to mimic your enemies. Greene suggests several
ways to do this. One is the old schoolyard trick of simply reflecting your
opponent’s words and/or actions. This will confuse the person enough
to become easily manipulated, Greene says. Or you can get more
sophisticated and mirror the person’s inner desires, the things he
wants most—in other words, become a reflection of the person’s inner
self. It will give you a lot of power for your opponent to see himself in
you. Or if someone has hurt you, you could mirror that person’s hurtful
behavior to make him feel the same kind of pain that was inflicted on
you. A mirror image can seem like the real thing, although it clearly is
not. Magicians and con artists have used this device for centuries to
fool people, reflecting a “reality” that is not really there.

Examples from The 48 Laws of Power

• Hollywood agent Irving Lazar wanted to sell Jack Warner (of Warner
Bros. Studios) a play he knew Warner wouldn’t care for. Lazar had a
meeting with Warner, but chose not to mention the play at all.
Rather, he waited until he went to a spa in Palm Springs two weeks
later. Warner would also be there, and Lazar knew Warner would be
naked. Warner did not feel comfortable being seen without clothes
on, and that’s exactly when Lazar made his pitch. Warner bought the
play.
• Mao Tse-tung would not have taken over as leader of China had his
predecessor, Chiang Kai-shek, followed Law 15 and crushed Mao in
1934 when he had the chance. But the Nationalist party leader
believed he had killed enough of Mao’s soldiers and instead turned
his attention to the invading Japanese army. A decade later, Mao
returned and drove Chiang Kai-shek from the country. Mao
remembered Law 15, and his Communist party has been in power
ever since.

Applying the Concept

• Use tools strategically. It is unlikely that you will find it necessary to
literally crush your opponents in the workplace, in a political
campaign, or wherever you find yourself in a struggle for power. But
you can use these tools in more symbolic ways. For instance, if a
colleague at work is making you look bad, do a little research and
find out what that person’s weaknesses are. Then during a meeting
or some other public gathering, do or say something that will
 infuriate your opponent. Maintain your cool as the person rants and
rails at you. From then on, you will be seen as the rational one, but
your opponent will be branded as a hothead. Who do you think will
get the next promotion?

V. STUDY YOUR FRIENDS AND YOUR ENEMIES

In the quest for power, you must be willing to study the landscape and
your opponents. Greene is clear that you must do your research in
several respects if you are to successfully make your way up the power
ladder.
Law 11 dictates that it is important to position yourself as
indispensable. You do that by taking a careful inventory of the situation
and attaching yourself to the leader—assuming that the leader is not
yet on their way out the door. Become the trusted right hand, and
stand by your boss even when everyone else opposes them. Then
consider who is most likely to take the boss’s place and become
indispensable to that person. No, that will not make you a paragon of
loyalty, but you will survive and maybe even go on to be a leader
yourself.
Speaking of loyalty, in Law 2 Greene insists that it is a mistake to
place too much faith in friends. They will be quicker to turn against you
than your enemies, because friends will be more quick to envy you. Of
course you want to bring your friends closer as you achieve power,
because who can you trust more? But your friends know you better
than anyone, and once they feel more envy than friendship, they know
where and how to strike to do the most damage. Conversely, give your
enemies a place at the table; they will have to work harder to prove
their loyalty and worth.
 There will come a time when you will need to ask for someone’s
help on your way to power. When that time comes, follow Law 13,
which says that when you seek help from someone else, appeal to their
self-interest, not their generosity, mercy, or gratitude. Greene points
out that people don’t want to be reminded that they’re indebted to
someone else, so they are far more likely to respond in a helpful way if
you make it seem like the favor really is in their favor.
Another reason to study the people around you: someday you may
have to use Law 26—keep your hands clean. This is necessary if you
make a mistake, and you need someone to blame it on. Greene insists
that mistakes you make must be covered up and handed off to
someone else. To achieve power, you need your reputation to remain
intact. So it is imperative to find someone else who can be used to
pass the blame for your transgression.

Examples from The 48 Laws of Power

• Greene uses the story of Michael III, ruler of the Byzantine Empire,
to illustrate the importance of Law 2—never put too much trust in
friends. Michael bypassed his uncle, Bardas, when it came time to
choose a trusted advisor. Instead, he chose his old friend Basilius,
who was in charge of the stables. Michael showered Basilius with
wealth and power, and in the end he was rewarded with treachery;
Basilius, took over the army, killed his old friend, and took the throne
for himself.
• When Genghis Khan invaded China, he was inclined to sack the
country. But a Chinese statesman named Yelu Ch’u-Ts’ai used Law 13
—when asking for help, appeal to people’s self interest. He didn’t
advise Khan that thousands of years of culture were at stake or that
it would be morally wrong to kill so many people. Such arguments
 would have fallen on very deaf ears. Instead, Ch’u-Ts’ai appealed to
Kahn’s self-interest and told him that he could make a lot of money
by taxing the Chinese rather than killing them—a suggestion the
warlord gladly took. He also convinced Kahn that China’s engineers,
artists, and workers could be put to use for the benefit of the
Mongol empire. Kahn agreed, and China was spared from
devastation.

Applying the Concept

• Keep your hands clean. Let’s say in the course of your job you
somehow misplace a very important presentation that is due on your
boss’s desk first thing in the morning. Without that presentation,
you are likely to lose your job, or at least a great deal of standing.
This is the time to summon Law 26—keep your hands clean. Find a
coworker to blame for the loss; devise some tale so that no matter
how many times the coworker denies it, the blame still gets laid at
that person’s feet. Then if you do find the presentation, you can
always redeem the coworker and have him or her forever in your
debt. Or should it remain lost, you walk away with clean hands and a
good reputation.

Key Takeaways
• Never look better than your superiors, Greene emphasizes. This is a
sure road to disaster and resentment from those above you.
Conversely, do not try to appear as if you are someone below your
station, because that, too, will be likely to backfire. Make sure you
use the way you look and act to broadcast who you are so you don’t
 have to explain it in words—which is when you run the risk of being
misunderstood.
• To achieve power, you need to be ruthless, relentless, and
manipulative. Even so, says Greene, it is important to present
yourself to the world (especially your competitors) as a humble
person. Humility will put your enemies (and your friends) off guard,
making them far less likely to prevent you from taking your place at
the seat of power. Putting on the persona of humility will give you
more opportunities to take advantage of.
• Backing away from an opponent when you have clearly won a battle
is considered the “right thing to do.” But Greene insists this is a
road to misery for you and perhaps a triumph for your competitor.
By crushing your enemy, you ensure that your victory is not only
complete, but long lasting. There is no point in going to the trouble
of winning if your victory is only a partial one. Conversely, if you are
sure you are going to lose a battle, surrender before you are
defeated. This avoids the appearance of public defeat and gives you
time to marshal your resources for another day.
• Of course you want to know who your enemies are and how they
operate. But Greene says it’s even more important to know who your
friends are, because friends are more likely to turn on you,
particularly if you give them power. Know who you are dealing with
and what their strengths and weaknesses are, and do not be blinded
by friendship.
CONCLUSION

A Final Word

The 48 Laws of Power is a close look at the mechanics of achieving and

maintaining power in an arena with others trying to do exactly the
same. After extensively studying classical Greece and the court of Louis
XIV of France, and then working in numerous jobs where he was most
often the one taking orders from those in power, Greene got a chance
to observe firsthand the ways in which people strive for power. For
example, he worked as a screenwriter in Hollywood, which he
particularly cites as an environment where just about everyone is in a
mad scramble for position and influence.
In his book, Greene has challenged the standard notions of
morality and good faith. Instead, he urges readers to take the reins of
their fate in hand and drive themselves into a position of power.
Today’s world is not much different, Greene insists, than the arenas
of power in Athens or Rome, or the courts of France. The job titles may
have changed, but the rules remain the same, and the goals have as
well. To live as though this is not the case is to invite those with a more
pragmatic point of view to step on you on their way to the top. It is
therefore to everyone’s benefit to be familiar with these laws, if for no
other reason than to avoid being a rung on someone else’s ladder to
the top.
 This review has provided information about and insights into
Robert Greene’s The 48 Laws of Power. The best way to continue
learning about how to obtain and maintain power is to get a copy of
the book and see how Greene’s approach and conclusions compare
with your own thoughts and conclusions.
Recommended Reading

In addition to Robert Greene’s The 48 Laws of Power (Viking, 1998),

the following books are recommended for anyone who wants to learn
more about historical perspectives and current thinking on power and
leadership.

Robert B. Cialdini, Influence: The Psychology of Persuasion, revised

edition (HarperBusiness, 2006)
Robert Cialdini, a marketing and psychology professor and business
consultant, examines six basic rules of human behavior and how they
can be exploited for both good and ill to influence people’s actions. He
also provides strategies for readers to avoid being unduly influenced by
salespeople, marketers, and politicians using these tactics.

50 Cent and Robert Greene, The 50th Law (HarperCollins, 2009)

This follow-up to The 48 Laws of Power is a collaboration between
Robert Greene and rapper/entrepreneur Curtis “50 Cent” Jackson.
Greene outlines many of the laws from The 48 Laws, then illustrates
how they played out in 50 Cent’s tumultuous life. Overcoming fear,
seeing things as they truly are, and mastering one’s personal
environment are some of the topics covered in this book.
Robert Greene, The 33 Strategies of War, reprint edition (Penguin,
2007)
This is Robert Greene’s compendium of historical takes on the best
ways to plot and triumph during conflict. Remaining calm, learning
resilience, overcoming fear, planning ahead, and learning to steer clear
of situations that are doomed to failure are all techniques that Greene
explores, using examples from ancient and modern times. Characters
as diverse as Ulysses S. Grant and Margaret Thatcher are examined for
how they faced unrelenting odds and triumphed over them.

Robert Greene, Mastery (Viking, 2012)

Robert Greene’s most recent book examines more figures from history
—from Charles Darwin to Temple Grandin—who have overcome
seemingly insurmountable obstacles to achieve unprecedented
success. By focusing all of their energies on whatever one particular
talent they have, Greene invites readers to explore their inherent
genius.

Niccolò Machiavelli, The Prince (Simon & Brown, 2011)

Niccolò Machiavelli’s sixteenth-century masterpiece has for centuries
been a guide to obtaining and keeping power. Its tough, realistic look
at the strategies and tactics involved in the quest for power has made
this book a must-read for generals, mafia dons, corporate climbers,
and everyday people looking to create success in their lives.

Sun Tzu, The Art of War, translated by Ralph D. Sawyer (Basic Books,
1994)
This book, over two thousand years old, has been on the top of reading
lists for generals, boardroom leaders, and anyone who is facing a
conflict and wants to emerge triumphant. Sun Tzu wrote a manual for
how to think about war, how to approach various battlefield situations,
and how to ultimately achieve the victory of survival. Ralph D. Sawyer is
a scholar and successful businessperson.

J. Thomas Wren, The Leader’s Companion: Insights on Leadership

Through the Ages (Free Press, 1995)
J. Thomas Wren, a teacher at the University of Richmond Jepson
School of Leadership Studies, has compiled an anthology of sixty-four
readings on leaders and leadership, drawn from more than two
thousand years of thought. Both historical and modern views are
represented, ranging from Plato, Aristotle, and Niccolò Machiavelli to
Mahatma Gandhi and W. E. B. DuBois. The selections are grouped into
fourteen categories, such as what defines leadership, the leadership
environment, leading individuals, and leading groups.
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